Free Resume Advice For Job Seekers

HR Leader posted an article in July 2010 outlining the latest trends on the importance of using psychometric testing in the recruitment and selection process. The process for any company to hire a new employee can be quite expensive. HR Leader states that many companies incur costs in high turnover and unsuitable new employees as a result of their HR departments not utilising a reliable recruitment strategy and process. A study conducted by Chandler Macleod in 2009, revealed that a staggering 60% of companies have no documented recruitment strategy, leading to thousands of dollars spent in unnecessary hiring costs. The survey also revealed that the average cost of hiring a new employee was $15K. Many companies did not view the need for detailed and planned recruitment strategies a necessary course of action.

Current research has revealed the importance for companies and their HR departments to take the time to analyse and hire the right employee in order to eliminate the high initial turnover. Psychometric testing has consistently proved to be one of the most valuable selection tools in the recruitment process. Many organisations are now beginning to realise the value of psychometric testing to aid in the selection process. They assist in streamlining the recruitment process by quickly screening and eliminating a large amount of applicants, and short listing the best applicants (in terms of person-job fit) for consideration in the job interview stage.

Although psychometric testing is weighted as an extremely important and effective element in assisting in the recruitment process, testing should also be used in conjunction with other procedures. Importantly, hiring companies and their HR departments should always investigate the validity of the test being used (those that are supported by extensive research and data), and choose a reputable provider. Secondly, they should also define the critical characteristics and attributes needed by a candidate to succeed in the position in order to determine the best match. In other words, the tests assist in matching candidates’ profiles with the ‘ideal’ candidate’s profile (as stipulated by the company/HR department) for the position.

Cheers,

Annie Cerone

Psychometric assessment or testing is frequently used early on in the job selection process (in conjunction with the job interview) with its key aim of providing the employer with a profile of the candidate and how they would fit into the workplace. Research has shown that traditional interviews do not work so employers are incorporating assessment to tighten up their recruitment. Psychometric testing is used to assess applicants applying for positions across many levels from entry level graduate positions as high up as senior management or executive roles in both government and private sectors. It can be administered in the more traditional paper-based manner and as a series of online tests. Psychometric testing falls into two categories – aptitude/ability tests and personality inventories. Aptitude tests measure mental reasoning capabilities which can include numerical reasoning; verbal reasoning; comprehension/grammar; abstract, mechanical or spatial; information checking; and IQ. Depending on how you rank (or grade) on aptitude tests can determine whether you are more suitable for a certain type of role. Personality inventories reveal interests, motivations, emotional intelligence, values, attitudes and so forth. There is no right or wrong answer on personality inventories; responses are used primarily as a guide to determine suitability for the position and whether you are a good fit for the organisation.

The question is: is psychometric testing effective as part of the job selection process in sourcing the right candidate for the job? General consensus is yes. However, there are exceptions and let me share this experience with you. A good friend of mine was looking to change career direction from education to pharmaceutical sales. I developed her resume and she was subsequently called into interviews with three large global pharmaceutical companies in the capacity of a pharmaceutical sales representative in the Brisbane area. The process was lengthy (three hours all up), structured  and in three parts consisting of undergoing two behavioural-based interviews; conducting a 10 minute sales pitch; and completing 20-30 minutes of paper-based psychometric testing. She was subsequently placed in the top 3 final candidates, and was the second favoured applicant for one of the positions. Another applicant was offered (and accepted) this position, however, she only lasted four months in the role. My friend was contacted again by the recruitment agency (handling all the recruitment for this particular pharmaceutical company) to be offered the position as she was the second most preferred applicant. The first question she asked the recruiter was why the offer? Apparently, from the outset, the lady that accepted the position was confrontational and did not bond or get on well with staff and fellow team members. The very important question here is why was this not determined during the interview process orwith the psychometric testing? Surely this personality trait would have revealed itself in some form. When I assessed and analysed this particular situation, I wondered whether the interviewers actually assessed whether there was a rapport established with this candidate. Initial rapport says a lot and sells. I swear by this when interviewing. Unfortunately rapport is not something that can be ‘put into a box’ so to speak and assessed in a structured format; it’s either there or not, but must not be overlooked.

A certain recruiter who has been many years in the profession and HR industry and deals with high paying senior managers and executives recently revealed the need to change the manner in which the selection process and interviews are conducted. He believes they should steer away from a structured environment to a less formal one, initially at least. Specifically, he believes that when one initially ‘interviews’ a prospective candidate, it should be done in an informal and relaxed setting and manner, over a coffee away from an office environment and doing away with structured behavioural questioning! He also suggests that these type of meetings should take place more than once. The first step is in establishing rapport and getting to know the applicant and building from that. Conversation is free flowing and the quality of information that is imparted in this manner can reveal a lot about a prospective employee, both work and non-work related. I like this style ‘interviewing’, it’s my style and the way I like to get to know who I could potentially be working with.

Cheers,

Annie Cerone